Monday, December 30, 2013

ERP Leaders

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader."   John Quincy Adams (6th U.S. President).


Can Enterprise Resource Planning (ERP) solutions themselves be leaders?  Is it even possible for software to be a leader or are the companies that provide the solution leaders? 


Should ERP solution providers be leaders?  Do they need to be or do they just need to provide workable solutions?


People generally want to be on a winning team.  But, after you peel away the layers, if the solution works, then does it matter if you are working with number one or two or some other ranking? 


The solution has to be a solution.


Call it what you want, rate it however you like, but the bottom line is: it has to work.  The solution needs to provide a platform to generate a positive Return on Investment (ROI).  Without that you would need to have a specialized need or operation to choose a solution that did not provide a basis to generate a good return.


What does a “Leader” mean to you, the purchaser?


One thing a leader in the software industry offers are direct relationships with hardware providers to ensure their applications take full advantage of available resources, that their software handles upgrades and operating systems updates seamlessly without interruption to business operations. 


Another leader quality is a commitment to development, research and support.  Taking feedback from their user base to build better solutions that fulfill their needs (customer service).   Research and development into new technologies to keep current with evolving supply chain demands.


What are you paying for?


With ERP solutions you typically pay in initial license fee and then an annual maintenance fee.  I had a conversation with a business owner a little while back about these fees.  He thought they did not make sense since the software had already been written.  He understood the hardware costs, but not the software fees.  Conversion and implementation estimates were another discussion.  We discussed that the fees are not really to pay for the software that has already been developed; it is to support the organization that supports your business operations.  It pays for continued improvements, bug fixes, and error/message handling. 


Granted the proposed software did have some significant costs associated with its development and the initial fee offsets those costs to the developer.  The annual fee is reasonable when you consider that you need the efforts of a leading developer to keep you current with your industry. 


You need a leader in the industry in order to provide training and support. 


There are plenty of solutions available and you need to select a solution provider that will be able to help you train, prepare, convert and support you as you transition and grow.  If the supplier it too small, then what happens if the economy turns, or they get really busy or they get hit by a bus?  If the organization is too large, then you can end up being just a number and lose any personal contact.  Most people like to be known to their supplier and have a relationship. 


Technology is continuing to develop at a faster and faster pace.  You need a partner that understands your business and is committed to continue growth efforts to both your business and theirs.  You have a mutually vested interest in both succeeding.


What do you think of leaders in ERP solutions?  How important is it to your business?  Do you just prefer a low cost solution and are not concerned about upgrades and support?  How do you currently utilize the support services provided by your supplier?  What is important to you?  What does your business need to grow?  What support services are a necessity and what is a luxury?


At Dolvin Consulting, we would like to know what you think.  Please share your ideas with us.  Contact us, if you need help.


Monday, December 23, 2013

Unlimited Growth Potential for ERP Solutions

Is there really such a thing as a smart solution?  Unlimited growth?  One of the first things we learn in technology is the phrase “GIGO” or Garbage In, Garbage Out.  A smart solution has multiple objectives to achieve if it is going to actually be considered smart. 


First and foremost no matter how it achieves it, any change must contribute to providing great customer satisfaction.  In order to do that it has to be responsive to user needs.  It has to have the ability to collect and analyze information from multiple sources and present that information to users in a timely manner so that intelligent business decisions can be made quickly and accurately that grow revenue, protect margins, and improve profitability.


The future of Enterprise Computing is certainly going to include adoption of Internet Technologies.  The benefits of this type of development are great.  A consistent and simple user interface that reduces training needs, removes the need for custom client software which helps to reduce costs and provides for a customizable single sign and access to all needed resources. 


This migration to web or cloud computing will provide uses access with any device, at any time and at any location.  The flip side of this access is the need to secure the enterprise with borderless technology solutions.  These security challenges are very achievable, but are also something to not glance over in any rush to modernize.


ERP solution providers now have to develop robust solutions that solve real world business issues and drive bottom-line results.   Anytime access is great, but you have to connect with accurate real-time information first. 


The solution designs do have to conform to the equipment and devices that people want to use.  Sometimes referred to as Bring Your Own Device (BYOD).  The logical choice is web based as that is relatively standard software interface with any device available today.  This is a shift from the traditional standard of use-this-software, because that is what we support with our solution.  Now solution providers must tailor their solution to the client software of choice.  The different web browsers are the answer whether the solution is hosted in-house or in-the-cloud. 


One of the challenges that persist is how each web browser vendor implements web presentation in their respective version and the constant rush to get new versions out that may not be fully supported.  If a solution provider releases a version of their web browser is must support published standards. 


Anytime, anywhere access.


Just as the solution providers are changing their solutions, organizations are increasingly adopting and demanding cloud offerings for critical business operations.  As more consumers and businesses adopt tools such as smart phones and tablets, the ability to host data in the cloud and access it from just about anywhere on the planet is quickly becoming vital. Any solution today will need to allow customers multiple options for their infrastructure including on-premise servers, platform as a service, or software as a service.


One of the major benefits of this type of computing and Enterprise Resource Planning (ERP) solutions in general is the ability to collaborate more effectively.  This collaboration results in increased productivity from business process automation.  A fully integrated Contact Relationship Management (CRM) system becomes a necessary component in fulfilling this challenge.  It is designed to collect and present notifications as well as monitor and assign daily tasks and business alerts.  


Web based portal interfaces give users an intuitive workspace where screens, applications, and dashboards have been consolidated and customized for the specific role and authority of the user.  By giving users the ability to configure their screens with the exact applications and information that is important to their business function, companies can empower their employees to drive results instead of hinder productivity.


Some key benefits of embracing this technology shift:

  • Single sign on and interface to all needed resources.
  • Responsive design and consistent user experience.
  • Increase productivity.
  • Reduce training costs.
  • Access on any device, anytime, anywhere computing.
  • Central point of access to Collaboration and tools that make job functions easier.
  • Flexible and configurable interface to exact applications and content.
  • Business process automation.
  • Immediate access to accurate enterprise data and business intelligence dashboards.
  • Monitoring of daily tasks and business alerts.
  • Insight into business opportunities and trends.
  • Communicate business goals consistently.
  • Grow revenue, protect margins, and improve profitability.
  • Robust solutions for real-world situations that drive bottom line results.
  • Enterprises can compete at a high level.

The web provides unlimited growth potential.

Clearly, the Internet is the future of ERP.  The writing is on the web page.  The challenge is in separating the latest technology hype and finding out what real results you can expect to drive by embracing and implementing changes in your infrastructure.


What changes have you made? 

What problems have you encountered? 

Have you tried tying together separate systems to achieve results or have you implemented a new fully integrated solution?


We would like to know.  Please share your failures and successes with our readers.  Contact Dolvin Consulting to see how we can help you sort through the constant flux of technology to find solutions that empower your enterprise.


Monday, December 16, 2013

Selling or Buying?

Selling or Buying ERP Solutions?

People love to buy, but hate to be sold.  Why is it that when a person walks into a store and a sales person approaches with "May I help you?" almost everyone answers the same way? "No, I'm just looking."


It really is two sides of the same coin.  The buyer wants and actually needs what is being sold and the sales person would like to sell the product or service.  It is like when you look at want ads in the newspaper and services offered.  You wonder why these two ad writers do not see each other.  From the outside it seems like a perfect match.


Qualities of a good salesperson include someone who focuses on the buyer’s needs instead of their own.  It is not that the buyer does not care, but you are on their time.  They have a need and the salespersons job is to ask the right questions to uncover if there is a good match between challenge and solution.


A good salesperson needs to be able to listen carefully.  How else will they know if the solution will fit?  They also need to create value for the buyer.  It is not just a matter of dollars and cents.  Creditability must be established first.  There must be honesty, patience, a good attitude and product knowledge.


What does the buyer need? 


The buyer typically needs to confirm the suspicion they have that things could be better.  That is a needs identification process.   They need to identify how impactful the challenge is to their business, how things could be better and what will happen if they do nothing.  What options exist?   What process do they go through to determine budget for changes, the Return on Investment (ROI), and the impact on business.  What is the decision making process and who needs to be involved? 


What amount of rapport exists between both the seller and buyer?  You do not have to be best buddies, but you do need to trust one another.  This can be done quickly and it helps if it is sincere and not just small talk that wastes time.  It is an incredible opportunity to learn more about the impact the current challenges have on the buyer’s life.  The goal is to get enough information from the buyer to enable a relevant presentation that is appropriate to his/her needs and circumstances.


The best way to start and finish is by asking questions.  That is how we all learn anything that is important.  Once the buyer’s situation is discovered and the impact those challenges are having on business operations, then the introduction and discussion of how possible solutions address the challenges come next. 


Both the buyer and seller have the responsibility to be open and honest.  If there is no solution, then it is best to state that fact.   It is better to not have a sale than to convince a buyer to purchase a product that is not suitable.  No one gains in this situation.  No problems are solved.  A lot of time can be wasted.


This writing is not supposed to be a sales training manual, it does serve as a reminder that both sides of the conversation need to exist and be balanced.  How much bonding and rapport exist?  How well does each side trust one another?  Is the solution the right solution?  How does it match and address the challenges?  How well does it fit the budget?  Where will the money come from?  What commitment exists to make changes? 



How well there is a fit between challenge and solution relates to how effective the questions that were asked.


The conversation could start on either side.  The reality is that in most situations when it comes to Enterprise Resource Planning (ERP) solutions many buyers either do not need what is available or they need it and do not have the budget to address the need at that time.    


Too often sales people will launch in to a dissertation of features and benefits that the buyer does not want to hear.  They hope that something will stick.  Fact is that most buyers want to be heard and know that someone is there with answers and look forward to that point in time when the conversation turns to them.


This is where a good conversation can be rewarding.  What information can be shared?  What aspect of operations could be optimized with a new or upgraded solution that will have a positive return on investment?  The type of return that pays for the investment in a one or two year span that after which the profits go straight to the bottom line.  


ERP changes can be painful.  No way around it, especially when replacing an entire system.  The promise is great, but the gap might be wide.  Inevitably, if due diligence was applied and the right decision was made, six months later after implementing a new solution, the buyer’s people are saying – why didn’t we do this earlier?. 


On the other side a career or two may be riding on the decision.  This is no small point to glance over.  The decision is important to the business and critical for the individual.   


Effectiveness in communication.  Not sales, not buying, communicating. 


What do you think?  Have any war stories to share?  We would like to know your best question and worse day.  At Dolvin Consulting we would like to know what keeps you awake at night.  What drives you to work the hours that you do.  What you vision of the future looks like.   Contact us today to see how we can help.


Monday, December 9, 2013

ERP Disaster Recovery

Today’s economy is no different than yesterdays.  There are plenty of pressures to keep current, catch up, and compete.  Add to that the lack of budget, compliance mandates and a false sense of security and you have all the ingredients that drive a disaster recovery situation into a financial meltdown. 


Many technology providers are changing their mantra from disaster recovery to business continuity.  The concept is good.  Do we want to recover or do we want to continue operating?  Failing to plan is planning to fail.


Many providers now have real, viable, and proven solutions for Microsoft Windows server technology.  What about solutions or applications that do not run on Windows?  They leave that up to your Enterprise Resource Planning (ERP) solution provider.  That may be the first bit of good news.  You ERP solution provider knows your system and has experience in recovery procedures that should include both hardware and software.  If your ERP selection was done right they have taken into account your risk quotient and have addressed your specific needs.  You did have that conversation, right?


A Disaster Recovery (DR) plan starts with the plan and that is little good unless the plan actually exists and it is practiced and takes into account the changes that are occurring almost daily.  Does the DR plan take into account the actual business requirements?  Sure you have backups, do you have a hot site that you can restore to?  Does the plan include a reverse recovery plan?  How do you transition back to your production environment? 


Does the plan take into account that during most testing it is under a controlled circumstances and the testing is planned in advance when in reality a real disaster is rarely a planned event.  Getting key people in place, getting needed resources to the recovery point is not so easy when everyone in your region is doing the same thing at the same time.   The problem with disasters is that they often affect a region at a time and not necessarily a single organization.


How much time will it take to actually restore your entire system?  Or, is it systems?  What interdependencies exist?  The priority is typically the ERP system, but what about user accounts, email, communications?  What about user data, spread sheets and documents?  Do you keep both sites in sync so that in a disaster situation only current data needs to be refreshed?  Do you try to do all of this yourself or do you hire a firm that has experience and resources to manage the process when you need it most. 


You might need help.  Think of a management organization like a paramedic when you have an accident.  As you are lying there, at that point in time you really do not care how much experience the help has or how much it costs, you just do not want to die.  What would be different if your own professionally trained and experienced healthcare team followed you around?


At this point we do know that we need a plan and we have to test it regularly.  Take into account that in a real emergency it will not go as you hope, but your contingency plans will help accommodate the chaos.  The DR plan cannot just scratch the surface.  The plan also needs to address the switch back to the normal production environment. 


On of the hardest things to address is the constant evolution of your processing.  Your team must have up to date run books.  A simple program change or update to increase operational efficiency can have a dramatic impact on documentation.  It is inevitable that documentation can lag behind.  The question is what impact it will have when you are in a recovery situation.  One of the best things to be done is to cross train personnel and periodically let a person from a different department run through the instructions to ensure that in a recovery situation the most critical operations will continue.


Remember, a backup tape is not a disaster recovery solution.  How long does it take to backup?  How long will it take to restore?  Where and what will you restore to?  It is the same hardware?


Are cloud solutions an exception to disaster recovery?  The data resources may be safe, but can you get to it and with what client?  What bandwidth will be available when power and communication lines are down?  In the case of a regional weather impact your people will be concerned about their families and homes.  Who will make your business a priority over their family?


Remember, just because you trained does not mean you are qualified.  Practice, practice and yes of course, practice.  Test, test and yes test.  Test not just one system, but your entire infrastructure.  Test the restoration to production.  Plan, plan, and plan.  In a real disaster recovery situation, there will be situations that you cannot plan for, but you can have contingency plans. 


At Dolvin Consulting, we would like to know what your organization doing in the area of disaster recovery and business continuity.  We would like to know, your colleagues would like to know.  Share your ideas, best practices and checklists.  The one you help will be yourself.  As you share, you validate your efforts and get much needed feedback.  Contact us today to see how we can help with your plans.


Monday, November 25, 2013

ERP and Tattoo Decisions

Well, congratulations you have made the permanent decision to get a tattoo.  Hopefully it was a sound mind decision, because they tend to be permanent.  Enterprise Resource Planning (ERP) decisions can have the same lasting effect, especially if not made well.


Unfortunately people are not required to be of sound mind when they get a tattoo nor are they required to consult with a trusted advisor or have a required waiting period.  Most of us have seen the person that seems to just keep looking for open patches of skin to get another dose of ink.  Perhaps we have also seen someone who has a plan.  The results are quite different to look at and appreciate.  This is not to say that both types of people do not enjoy their ink.  Typically each tattoo tells a story and has its own meaning to the owner. 


From an outsiders impression there is a difference.  A well executed plan, a vision of the future, what the whole body will look like in the future and the realization that the decisions we make today really do make a difference. 


Each ERP solution had meaning to the business owner when the decision was made.  Each has perhaps a new meaning now.  Remediation and corrections are possible, but each has its associated costs.


What is involved in getting a tattoo? 


Given a little thought, then it might be comparable to what a business might go through to make the sound decision to implement or change an ERP solution. 


Really?  Let us take a closer look.


You start with a decision.  You want a tattoo and it is to be part of a whole body plan.  You want a working ERP solution and it should incorporate the entire organization.  What you have does not satisfy anyone’s needs or work.


You gather ideas.  What would the image look like?  What would operations be like with a working ERP solution.  How will this decision affect the future?  What about what you have now?


You make plans.  Where will you get the work done?  Do they have a good reputation?  Are they clean and sterile?  Do you feel safe working with them?  What support services and fixes will you likely need after purchase?  What kind of experience do they have?  Have they worked with anyone like you or your business?  What if you do not like the results?


You get a consultation.  Get some advice, check qualifications, verify pricing, find out what happens if you are not happy, what happens afterwards, how do you recognize if there is a problem, what are your support contacts?  How do you care for the new artwork?  The ERP solution?  Do they have referrals?


You make a commitment.  Decisions, decisions.  What will you do?  Do you have the resources, are you willing to go through with “it”?  Once you decide to move forward, is there a back door escape route?  What remediation options are there?


You get a design.  Review and approve what the end result should look like.  Trial run, check scale and apply pattern to the area to make sure the fit is right.  What colors, what business impact?  Does it seem right? 


You start with an outline.   It does not happen all at once.  You start with the outline and even though it too is permanent, it does offer an opportunity for check and review.  How is the pain level now?  Will it get better or worse?  Will you be able to tolerate the transition from before to after? 


You fill in the open spaces.  You have the outline, now comes the color.  With any change comes pain.  Nothing that requires this type of commitment is pain free.  Regardless, the image starts to take shape.  The ERP solution is implemented one department at a time.  It might not all get done in one sitting.  Good work takes time.


You get a chance to appreciate the investment.  What was the idea that drove the original decision?  Hopefully it is still relevant.  How did it turn out?  Did you follow the plan?  How long did it take?  How happy are you with the person that performed the work?  What will you be able to do now?  How has it transformed your operations?  What else needs to be done?


You make tweaks to what you have.  What you have is great, but was it a onetime stop that fulfilled all of your needs or was it a stepping stone to a bigger picture?  Sometimes a single image or solution is all you need.  Sometimes you know you need to start by stepping in and fulfill a current need and then add-on to address future needs and growth. 


Tattoo or ERP? 


Both require commitment.  Both are decisions with a long life span.  Both have remediation steps if things go terribly wrong.  Hopefully that will not be necessary, because you took the time to do your research, plan the outcome and secure the resources needed to achieve the desired results.  Both also have great benefits if done right.


More than likely you have or will consult with a trusted advisor.  Someone that has experience in what you are planning.  Someone with experience that can guide you through the process you will likely encounter.  Someone to help you look at what you have with new fresh eyes and supply you with the resources needed to not only make an intelligent decision, but also implement a successful solution.


At Dolvin Consulting we have the experience and partnerships to help you make better informed decisions.  Decisions that will help you to streamline your operations, reduce costs, and increase profitability.  Decisions you will not regret later.  Contact us today to see how we can help.

* Tattoo photograph courtesy of Vincenza (C) 2013

Monday, November 18, 2013

How Bad Does it have to Get?

When was the last time you called the doctor?  Were you barely breathing, having trouble talking, did you have aches and pains?  We know we need regular check-ups and we sometimes actually get the appointments made and actually make the appointment.  Then there are the emergency appointments.  Those do not get missed as often, but only once we realize they are actual emergencies.


After all even if you do take the time to take your temperature and it is higher than normal, how bad does it actually have to be, what impact on your life is significant enough for you to contact a doctor or go to the emergency room?

Budgets are tight all over.  Not that budgets have ever been unlimited, but in recent years the allocation has been challenging at best.  This translates into postponed and scaled back decisions that ultimately can cost more in the long run.  If the impact was only cost, then that might be so bad.  After all money grows on trees, right? 

What happens if the impact is more than just money?  What happens if the regular maintenance or checkups are postponed?  How bad does it have to get before you call for help?

Bert Lance believed that he could save Uncle Sam billions if he can get the government to adopt a simple motto: "If it ain't broke, don't fix it." He explains: "That's the trouble with government: Fixing things that aren't broken and not fixing things that are broken."

How do you tell if something is broken and needs fixing or if you are fixing something that is not broken?

An example is using older computer equipment well past its designed lifespan.  It is working after all, why not keep using it?  Never mind security updates, never mind ever increasing maintenance costs, never mind the impact that dependence on a single-point-of-failure would have on operations.  When that piece of equipment goes down, what is the productivity and financial impact to the company when employees cannot perform their duties? 

Hint – The impact is big and has long term implications.

I have had a Return on Investment (ROI) conversations with a company CFO in the past about replacing some older workstations.  He would debate the expense giving the current budget, which was never robust to begin with.  They were on a break-fix model.  As it turns out the new equipment would easily be free based on the return.  The slow speed in which the existing equipment started and took to load programs and to process information was painfully slow.  A new workstation would be so much faster increasing employee productivity that it would pay for itself in labor/time savings.

What about other more complex equipment like servers or network infrastructure?  The security risks alone should be justification, but then I am not the one writing the check.  On the other hand given that data breaches are more easily prevented than remediated, who should make it a priority?  A post breach situation will always be more, a lot more.

So when is it time to contact your doctor? 
When is it time to contact your trusted advisor to get help with the relationship between your employees and your equipment?  How bad does it have to get before you address the issues that increase costs and ruin productivity and operational efficiencies? 

What about your Enterprise Resource Planning (ERP) solution?  How do you tell if it is too old and past its prime?  Good question.  After all you are still processing orders, you still have the customers you always had, your suppliers like doing business with you, there is no competition for your services, you are still making a profit, well, you hope that is the case.

Things change.

Failure to keep up almost always ends up costing more.  The quick catch up needed when you can no longer process what you used to.  The scrambling to find the needed resources when you have equipment errors and you are so far behind there are no fixes available and the only solution is to rush through an upgrade instead of planning and implementing the changes on a schedule that is manageable. 

Sometimes this happens when a vendor says they are no longer supporting your release.  They will still take your maintenance payments and fix any known errors or should I say errors that have known solutions.  Sometimes it is just coincidence, but this seems to happen often.  Companies ignore the out-of-date warnings and then they have problems with real impact.  They go into a panic mode and want to know what they should do.  What can they do? 

It is like the tires on your car. 
You drive around and really do not think about them much until one day you realize that it took way too long to stop or that turn went a bit wide.  Then it occurs to you.  Your tires have become worn or bald while you were concerned with everything else that you have to deal with and the thought occurs to you that you are taking your life in your hands.  It is at this point you make getting new tires a priority. 

The tires did not just go bad in one day.  It happened a little at a time.  You still need tires, you just do not need the worn out ones.  They just cannot meet your needs now.  Did your needs change?  Probably not, but tires wear out and you do not always drive the same route.  Sometimes you need to be prepared when the weather changes for the worse.

What impact does using older technology have on business when we live in an environment of constant flux?  We would like to know what you think.  What impact has ignoring up-keep had on your operations?

Contact Dolvin Consulting today to see how we can help.


Monday, November 11, 2013

Trends in Distribution Management

An overview interview of distribution management software trends in Enterprise Resource Planning (ERP) solutions.  Five key areas that are a driving concern of any wholesale distributor, distributor or manufacturer are highlighted in this five minute video.


SupplyChainBrain Interview with Joe Scioscia


Interview highlights:

1.       Utilization of Sales Force Tools

o   More information is needed besides just contact management to maximize every sale at the point of customer contact.

o   Product information at the point of contact

o   Order status to provide customer feedback.

o   Customer account information readily available.

2.       Analytics

o   Enterprise Resource Planning (ERP) systems can generate massive amounts of data. 

o   It can be a challenge to spot trends, anomalies or business issues within that data.

o   Present data in a more easily digestible format with charts, graphs and flagging data.

o   Creation of Key Performance Indicators (KPI) to make better and faster business decisions.

3.       Cloud Computing

o   Established already in some industries like payroll and Contact Relationship Management (CRM) and gaining traction in core distribution solutions.

o   Generally a better fit for companies with diverse locations without a need for a heavy Information Technology (IT) infrastructure.

o   Reduced IT management infrastructure.

4.       Warehouse Management Solutions (WMS)

o   Managing their biggest asset, Inventory.

o   Receiving, picking, shipping, and physical inventory benefits.

o   Cut costs, increase productivity and improve customer satisfaction.

o   Locate products more effectively, pick and ship items more rapidly, reduce errors, improve accuracy.

o   Benefits of automation.

5.       Top business requirements

o   Grow business.

o   Increase sales.

o   Reduce costs.

o   Sales force automation to increase effectiveness and maximize sales.

o   Warehouse management to reduce costs and increase accuracy and productivity.

o   Forecasting and purchasing applications to manage inventory levels to have the right products at the right time to satisfy their customers.

The consensus in the interview is not news for those involved in the distribution and supply chain.  How can these organizations optimize their inventory levels in order to provide great customer service and fulfill customer demand in a timely and responsive manner?

These challenges have not changed over time.  What has changed is the way processes can be automated to increase productivity and reduce costs.  New tools provide opportunities if implemented correctly with an ERP solution to fully integrate the organization. 

Whether the tools are in the cloud or on premise, what matters is having a system that fits the culture of the business and is actually utilized.  Typically a few modules at first and then more and more are implemented. 

The goal should be customer fulfillment and satisfaction. 

You get there by utilizing the resources available in the solution you have or are implementing.   That might include analytics or warehouse management and include automation tools like bar coding and scanning, count back inventory picking, shipment verification or physical changes like conveyors and robotics. 

Each organization has its needs and budget to address those needs.  What any building needs is a strong foundation that can support the future needs and growth of an organization. 

How is your organization utilizing its ERP solution to drive efficiency?  We would like to know.  Please share your thoughts here.

Dolvin Consulting works with manufacturers, distributors and specialty retailers to help them streamline their operations, reduce costs and increase operational efficiencies.  Contact us today to see how we can help you look at your organization with a fresh set of eyes.  Many opportunities for improvement are right in front of you and collectively they can be combined to achieve big savings.